Managing a Cross Culture

Running Head: MANAGING A CROSS CULTURE
Managing a cross Culture
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2MANAGING A CROSS CULTURE
Table of Contents
1. Introduction..................................................................................................................................3
2. Discussion....................................................................................................................................3
2.1 Influence of culture on working styles...................................................................................3
2.2 Different Management Styles................................................................................................5
2.2.1 Autocratic Management..................................................................................................5
2.2.2 Democratic Management................................................................................................6
2.2.3 Laissez-faire Management..............................................................................................7
2.2.4 Paternalistic Management...............................................................................................7
2.3 Importance horse training managers to become interculturally competent...........................8
3. Conclusion...................................................................................................................................8
Reference List................................................................................................................................10

3MANAGING A CROSS CULTURE
1. Introduction
In today’s global economy, working with people from different cultures is becoming the norm.
Although this brings many rewards it also introduces challenges for both workers and
management alike. All managers know that motivating their staff is the key to a successful
business. To do this, they must understand what drives their staff. But what if their staff, seem to
think and behave in unexpected ways? This can happen when people from very different cultures
work together. Organisations are beginning to realise the importance of training their managers
to become inter-culturally competent in order to ensure their staff continue to be motivated and
productive.
2. Discussion
2.1 Influence of culture on working styles
Organisational values as well as individual value of the employees very enormously, especially
across National cultures. In a diverse workplace employees possess the tendency to judge the
behaviour of their colleagues based on own cultural norms. As DuBois et al. (2015), identifies,
here we have potential opportunities of miscommunication, conflict as well as
misunderstandings.
In this context the Trompenaars model of cultural diversity can be highlighted. This model
identifies individual employees as either self or community oriented. The communal values in
heaven in an individual reflects his attitude in workplaces. For evidence the French identifies
with country and family where as a Japanese identify with corporation and the Irish with the
Catholic values easily. Dartey-Baah (2015), identify that this workplace diversity can provide
strength as well as bring up challenges for the organisation. Diverse culture of individual